Safety inspection and certification. For a long time a rather shielded business branch, today however a fast changing and more competitive market. So how can a technical inspection organization transform into an innovative, customer centric advising company? Preferably with faster and stronger traction than classical change waves establish. That’s the challenge of Vinçotte’s #ActBlue cultural change project.
After some more serious delving into the upcoming challenge of these 24 CEOs, we determined the following requirements in order to really get such a bottom-up approach going:
A small co-design team - combining expertise and experience from both Vinçotte and Beanmachine – mapped the learning needs. Tailored to these needs we designed a bootcamp that was to precede the actual #ActBlue learning journey.
By consolidating the bootcamp with 4 actionable change plans in 4 strategic key projects, system shifts surfaced as well (and immediately were accepted to be top priority by the Vinçotte management).
There it was: the multiplier effect! A strong community of 24 fully energized CEOs, all on the same page. Very willing and able to take off and generate traction, engage their colleagues, bring to life the new strategy. With along their journey “basecamps” offering them the opportunity to share experiences and best practices, to continue learning new skills ànd to monitor progress (including analytics to actually measure the gradual multiplier effect).
After one year, the journey was evaluated by all stakeholders. Vinçotte decided to start a second journey with the same team to bring the change to the next level. The Act Blue CEOs became Act Blue Mentors and they are linked to new strategic projects. Up to them to spread the Blue virus thanks to an exponential multiplier effect.
A mix of bravery, co-creation and vast determination is what made the magic happen.